In crisis situations that affect thousands or millions of lives, communication determination becomes imperative in which there is no room for error. It depends on our way of communication how our addressees will receive the message that we are trying to send them and how they will act after receiving it. The behaviour of our addressees is the very result of the message that we have sent by our way of communication. In unpredictable circumstances, people will not believe or listen to our advice and guidance if we have not earned their trust beforehand. The most effective way to earn someone’s trust is to express empathy and personalise communication, so empathy must be the starting point of public and business communication in crisis situations.
In order to show successful leadership through times of crisis, it is important that leaders not only understand what their addressees think and how they feel, but also why they feel that way and why they think that way. Only by understanding people’s needs can we provide them with the support they need, apply an appropriate leadership style, and adjust their way of communication. When we are able to understand their perception of events, we also have a greater ability to influence them and lead them to the right solution. So, let us start our communication by expressing that we understand their feelings, their worries and their needs. First of all, let us express the feelings we have in common. The mere acknowledgement of their emotions and fears will have a calming effect. This builds their trust in what we do and say because our addressees feel like we understand them and like we are ready to take care of them. By earning their trust we are seen as the most reliable source of information, and the need for additional sources of information is further reduced. In this way, we will get their attention and much-needed trust. Only when there is a perception of a leader worthy of trust, people are willing to invest extra time, effort and even take risks. We need to bear in mind that people are willing to forgive a lot of things in situations where there is trust, but they are rarely willing to forgive anything where there is no trust at all.
We need to keep people regularly and continuously informed about what we have done, what we are currently doing and what we intend to do when it comes to resolving the crisis by using as many action verbs as possible such as ”we are working on it, implementing it, preparing it.“ We also need to explain in a structured way and emphasise when something will happen and when the public can expect to be informed about the further development of the situation. This will build the impression that everything in our power is being done to resolve the situation as soon as possible, and will further strengthen the atmosphere of trust. This is extremely important because what people fear most is the feeling that things are out of control and that they have no influence over them. Therefore, they need to be regularly informed about these things by using exact and concise data. In order for people to feel as informed and involved in the development of events as possible, it is necessary to explain the context of the situation as much as possible, to point out what can be achieved and what cannot be achieved in a certain situation. We need to do this through different communication channels and forms and we need to do this on a regular basis.
Once we have created an atmosphere of trust and involvement, only then can we ask people to obey our instructions. Let us communicate clear and simple guidelines that explain what we want them to do specifically. Let us point out how these vital behaviours will help them. Let us communicate in a personalised way and let us speak the language of our addresses. Let us communicate through their perception, by using as many examples and comparisons as possible, that is, examples and comparisons they are familiar with, that they relate to and that they can connect with. Let us not forget that we are primarily emotional and instinctive beings, and only then rational beings. When we are in crisis situations and feel threatened, it is the part of the brain that is in charge of emotions and instincts that dominates. That is why we must first establish a dialogue with that part of our brain so that ‘it’ can hear and perceive us, and then we must give our rational part of the brain enough arguments and data to persuade it and encourage it to cooperate with us. That is why in such situations we always leave the data for the second part of the message, and let examples and comparisons take the primary position in our communication.
Let our goal not only be to calm down but also to empower people in crisis situations. Let us emphasise what is the common purpose we are striving to achieve and explain how it can be achieved. Let us clearly and specifically communicate what their role and their power is to contribute to resolving the situation as quickly as possible. Let us encourage them to believe that the challenges that lie ahead them can be overcome. Let us create an atmosphere of healthy optimism based on real possibilities and use it to end our messages.
With this communication approach, we will best maintain people’s morale, motivate them to use vital behaviours and keep them gathered around a common purpose. Although we are currently physically apart, social interactions are exactly what can and should keep us together. Thus, crisis situations, no matter how dangerous they are, if they are properly managed through effective communication, can be an opportunity to strengthen the sense of community and awareness of positive ways of cooperation and achieving goals, from which we can benefit in normal circumstances.
Here is an applicable communication formula that can help us communicate more effectively in crisis situations:
1. Let us show empathy
We understand the way you feel…
We are aware of your needs…
We share your feelings about…
2. State what we have done, what we are currently doing and what we intend to do and let us communicate in a concrete, clear and specific way
What we have done so far…
What we are currently doing…
What we intend to do and what we are planning to do as the next step…
3. Let us give clear guidelines in order to show people vital behaviours that they should act in accordance with
What want them to do specifically…
How this will help them…
How this will empower them so they can see what their role and their power is to contribute to…
4. Let us communicate a certain dynamic and communication channels of regularly informing them about things